You never really know if you’re teaching the right thing. The best way to get closer that ideal is instant feedback.
When I’m teaching, I often ask simple, binary questions (“How many of you think you’d leave the body?” of Raymond Carver’s “So Much Water So Close to Home;” “How many of you checked Facebook at least once while you were writing your essays? More than once?” of Paul Graham’s “Disconnecting Distraction“) to gauge the classroom’s temperature. I also ask a lot of questions and ask students to write their answers in two to five minutes, so they have some kind of coherent response. The writing serves a second purpose: I can walk around, look over students’ shoulders or ask to see their answers, and get five to ten responses in less than a minute and change plans accordingly based on those responses.
A few days ago, for example, I asked open-ended questions about “Disconnecting Distraction” and found that about five of twenty students had read it. So a discussion about “Disconnecting Distraction” made no sense. Talking about what it meant that so few people had read “Disconnecting Distraction” made a lot of sense. So we did that instead.
I never know what’s going to happen when I walk in. I have some things planned if no one wants to start a discussion, as well as some ways of steering conversations toward close reading and ideas if the conversation meanders too much. But making hard-and-fast plans, then executing them regardless of the conditions on the ground, leads to sub-optimal class time.
I’ve been in plenty of classrooms like that, and my experiences have been every bit as dull and tedious as yours. Instead, I incorporate immediate feedback and establish the tightest loop I can between me and and students. If class doesn’t go as planned, I’m not going to take it personally: I’m going to ask “why?” and figure something out. Anything less can be done online, through a broadcast lecture (I’ve actually thought about getting a friend to record my classes, then putting the recordings on YouTube, but it’s a project that would take a fair amount of effort and deliver little immediate return to me. I might do it anyway).
These ideas didn’t come out of nowhere, and they’re linked to the larger intellectual climate. For example, innumerable Hacker News posts discuss how business plans don’t survive first contact with customers and how you have to listen to customers and iterate rapidly if you’re going to run a successful business—especially a successful startup. The “survive first contact” reference in the first sentence is adapted from the military’s idea that no battle plan survives first contact with the enemy. It’s easy to see how those ideas can be adapted for the classroom. See also this Atlantic article on great teachers:
Great teachers, he concluded, constantly reevaluate what they are doing. . . .
For example, one way that great teachers ensure that kids are learning is to frequently check for understanding . . .
The kids have to do the math in their heads. All of them write their answers on their cards and thrust them up in the air. With a quick scan, Mr. Taylor can see if every child has written the right answer.
The article focuses on K – 12 teachers, but the same principles apply across the age spectrum: does the person you’re trying to reach understand what’s going on? Can they think on their feet (or, since they’re sitting, on their ass)? A week later, can you ask follow-up questions and see if students retain what they were doing? How about a month later?
These are questions I should be able to answer, and I should be able to get data on them quickly, without disrupting what else is happening. Granted, there’s near-zero institutional incentive at universities for grad students or even professors to think about this when they teach, but I do it anyway because I think teaching well is important and because I’ve sat through so many hours of idiotic, half-baked instruction and would like to avoid inflicting the same on my own students. To me, rapid measurement and change is part of “teaching with authenticity and authority.”
A couple other notes:
1) In some ways, teaching is a microcosm of what’s happening in the larger economy and what’s being rewarded right now: innovation, rapid responses to changing circumstances, attention to detail, and a willingness to do whatever is needed at a particular time, without resorting to tradition or past ideas that might have no authority in the present.
2) I’ve have witnessed numerous teachers and other quasi authority figures demanding “respect” or some equally dubious homage for their “position,” rather than because they’ve earned it. That sort of thing is bogus, has always been bogus, and always will be bogus, yet it continues anyway, and it’s the sort of thing I want to avoid.
3) Life decides whether what you’re doing is effective or not. So I’m not as worried about catching cheaters and so forth; their real judge is the market, and the market is infinitely harsher and infinitely more demanding than I am. If they can pass market tests without learning how to read and write, then that’s their affair. But by choosing to avoid, to the extent they can, knowledge, they’re going to make the market tests that much harder when those tests arrive, as they do for virtually everyone save those who are cosseted by such mammoth wealth they can lead lives of shocking indolence and, to my mind, tedium, which sounds like much greater punishment than I could possibly mete out, even were I inclined to do so. Sometimes I explicitly connect classes to the larger world. I’m not sure those connections are successful, but they are present.